Friday, April 17, 2015

Senior Learning & Development Manager - Commercial

Description

From a secret recipe to a bold idea and very proud traditions, we build the future. Coca-Cola Enterprises (CCE) manufactures, distributes, sells and markets some of the world’s strongest brands in non-alcoholic beverages. We are part of Coca-Cola Enterprises Inc, the leading Western European marketer, distributor, and producer of bottle and can non-alcoholic refreshments and the world’s third-largest independent Coca-Cola bottler. Some of the brands you will find in our portfolio are Coca-Cola®, Fanta®, Powerade®, Glaceau Vitaminwater®, Monster® and Caprisun®.

Leading brands, great people, growth and the reward that comes with it: the raw materials for success are right here. But still, success depends on our skilled management sharing thirst: a thirst for getting more and better from our people and systems, a thirst for pushing limits, and a thirst for the rigour and challenge of a fast moving business.

Do you have a personality with the power to influence and connect?
Can you sustain the pace to keep on growing?
Will you make an impact with your desire to win?

Senior Learning and Development Manager

Permanent

What you become a part of

• Leading a team to consult, design & deliver learning solutions for the Commercial Function across Europe
• To design solutions through internal or external methods that delivers a performance improvement through effective learning and development.
• To lead the deployment of quality learning solutions for the Commercial Functions
• Front Line Account Manage the Commercial HRBP teams as appropriate
• Line Manage a team of European L&D Managers

What to expect

• Consult and design solutions through internal or external resources to deliver a quality solution for our customers
• Work with L&D Services to review effectiveness of solution and evaluate ROI.
• Line management of L&D Managers to ensure all solutions are delivered on time and to agreed objectives
• Proving a first class L&D service to the European Sales and Marketing Team
• Delivering the budget and management of vendors
• Full implementation of the L&D Commercial Plan
• Managing design feedback from facilitators/L&D Managers
• Managing relationships with HRBPs and Commercial Stakeholders
• Delivery of quality L&D projects on time, in budget and meeting the business needs
• Performance management of L&D Managers
• Budgetary management

Job Activities

• Partner the HRBP for Commercial European Teams to deliver key projects and initiatives from a professional L&D perspective
• Using internal consultancy methodology, design and deliver a learning solution that delivers the requested business need and raises performance/capability.
• Lead key internal L&D projects to improve business performance and build the capability of our people
• Lead work with the L&D Services/ field L&D team to ensure an effective implementation plan for rollout.
• Build and maintain positive external contacts to keep up to date with the external market and latest trends in L&D.
• Apply project management methodology to manage and monitor progress on development solutions.
• Be responsible for the budget in line with design/implementation costings and travel expenditure
• Identify and evaluate future trends within the Development ‘market’.
• Liaise with the Instructional design team where required
• Lead the L&D Design to deliver quality L&D solutions with pace, efficiency and creativity
• Deliver senior training where required.
• Manage queries from facilitators on course content and feed through to the relevant L&D Manager
• Ensure sufficient supplies of materials are available to meet the plan
• Review evaluation feedback, define appropriate actions and progress
• Line manage and deliver the ‘My Development Experience’ for L&D Managers and ensure appropriate resource and capability levels within the team
• Continuously assess the quality assurance activities to ensure the standard of delivered training is in line with requirements. Coach as appropriate to improve standards
• Act as point of reference for, and supply expert advice to facilitators with regard to course delivery
• Identify where learning products may require update/maintenance, action or feed through as appropriate
• Deputise for the AD Commercial as necessary

Qualifications

What we expect of you

Experience in applying organisation development solutions in a cross matrix organisationExtensive L&D design and delivery expertiseExperience in leading large scale, complex projects from an L&D perspectiveStrong theoretical understanding of Learning development and how to apply in a pragmatic way to deliver an effective result for the customerProven track record of large scale, remote team managementExcellent internal consulting skillsProject management skillsExcellent communication and facilitation skillsPsychometric assessment tools - advantageousCIPD or country equivalent – preferredEuropean Travel 15-30%

Application

If this role is of interest to you, please upload a recent copy of your CV below and a member of the Talent Acquisition team will be in touch.

www.cokecce.com/careers

We believe that equal opportunities means inclusion, diversity and fair treatment for all.

Apply now


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Training Manager

Training Manager London

Summary

A Training Manager is required for a Financial Services organisation based in London. The successful Training Manager will be responsible for delivering our client's Retail Training strategy and ensure its implementation within budget and agreed timeline.

Client Details

A Financial Services Organisation based in London

Description

The successful Training Manager will be responsible for delivering our client's Retail Training strategy and ensure its implementation within budget and agreed timeline.

The key requirements for the role will include:



Responsibility for end-to-end training design and delivery for all relevant levels. The aspect of training will cover inductions, commercial training, product training, soft skills, coaching and any other relevant and required technical skills
Work closely with all Area Managers, HR Department, and Performance Coaches to ensure all relevant staff are trained to a high standard
Identify areas for improved efficiency and make recommendations
Set and agree annual Retail Training KPIs with the Retail Director
Benchmark with competitors in the industry to consistently improve Retail standards
Design competency framework
Write/ update any relevant recruitment selection processes
Design, deliver and implement relevant induction programme in conjunction with the Area Managers and HR Department
Implement and incorporate all Government Training initiatives e.g. skills for life, NVQs for development of staff
Design and delivery product training, relevant/required technical and soft skills training and ensure all staff are coached on all products and receive ongoing training
Design and write the training manuals, update them in accordance with changes to the external or internal governance, regulations, technical software changes, retail product and services updates
Design and deliver refresher training for existing staff in conjunction with the relevant teams
Design and deliver training for newly promoted staff in conjunction with the relevant teams
Ensure all design and delivery is within agreed budgets
Regular travel to the all sites to understand the needs of the local business and offer adequate training solutions
Attend events related to Retail/Financial Services for ongoing improvement or regular updates
Undertake all reasonable duties and responsibilities for the effective support of the business
You are required to ensure all Health & Safety regulations are adhered to within Company guidelines.
You will undertake any reasonable requests by the Company in order to fulfil the role criteria and/or business objectives.

Profile


Previous work experience in a similar role and environment
Ability to communicate effectively across all levels across the organisation
Manage relationships with key stakeholders
High level of attention to detail
Flexible
Methodical
Good admin skills
Proactive
Good presentation skills
Understanding of the retail industry
Relevant training qualification/degree or equivalent
Secondary education or equivalent
Proactive
Team player
Confident
Innovative and forward thinking

Job Offer

A competitive package dependent on experience

LocationLondonSalary£1 per annumDuration12Reference13423271/001Contact NameAdrian Dawson

Summary

A Training Manager is required for a Financial Services organisation based in London. The successful Training Manager will be responsible for delivering our client's Retail Training strategy and ensure its implementation within budget and agreed timeline.

Client Details

A Financial Services Organisation based in London

Description

The successful Training Manager will be responsible for delivering our client's Retail Training strategy and ensure its implementation within budget and agreed timeline.

The key requirements for the role will include:



Responsibility for end-to-end training design and delivery for all relevant levels. The aspect of training will cover inductions, commercial training, product training, soft skills, coaching and any other relevant and required technical skills
Work closely with all Area Managers, HR Department, and Performance Coaches to ensure all relevant staff are trained to a high standard
Identify areas for improved efficiency and make recommendations
Set and agree annual Retail Training KPIs with the Retail Director
Benchmark with competitors in the industry to consistently improve Retail standards
Design competency framework
Write/ update any relevant recruitment selection processes
Design, deliver and implement relevant induction programme in conjunction with the Area Managers and HR Department
Implement and incorporate all Government Training initiatives e.g. skills for life, NVQs for development of staff
Design and delivery product training, relevant/required technical and soft skills training and ensure all staff are coached on all products and receive ongoing training
Design and write the training manuals, update them in accordance with changes to the external or internal governance, regulations, technical software changes, retail product and services updates
Design and deliver refresher training for existing staff in conjunction with the relevant teams
Design and deliver training for newly promoted staff in conjunction with the relevant teams
Ensure all design and delivery is within agreed budgets
Regular travel to the all sites to understand the needs of the local business and offer adequate training solutions
Attend events related to Retail/Financial Services for ongoing improvement or regular updates
Undertake all reasonable duties and responsibilities for the effective support of the business
You are required to ensure all Health & Safety regulations are adhered to within Company guidelines.
You will undertake any reasonable requests by the Company in order to fulfil the role criteria and/or business objectives.

Profile


Previous work experience in a similar role and environment
Ability to communicate effectively across all levels across the organisation
Manage relationships with key stakeholders
High level of attention to detail
Flexible
Methodical
Good admin skills
Proactive
Good presentation skills
Understanding of the retail industry
Relevant training qualification/degree or equivalent
Secondary education or equivalent
Proactive
Team player
Confident
Innovative and forward thinking

Job Offer

A competitive package dependent on experience

Apply now


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Spring 2015 Eat Smart, Move More, Weigh Less Series

December 18, 2014 | In Wellness

The Eat Smart, Move More, Weigh Less program focuses on lifestyle habits that help you achieve a healthy weight.  Losing weight is only a small part of your journey—feeling better, having more energy, and becoming more mindful are all positive changes you can expect.  It is built on strategies proven to work, including mindful eating and physical activity.

The goal of Eat Smart, Move More, Weigh Less is to inform, empower, and motivate you to live mindfully as you make choices about eating and physical activity. An experienced instructor trained in weight management leads each weekly one-hour lesson.

Each lesson includes:

Information about why the behavior is important for weight loss/maintenancePractical strategies for adopting the behavior3-5 minute physical activity breakWays concepts can be adopted by the whole familyOpportunity for sharing and celebratingSuggestions for living mindfullyGuided discussion of strategy for the week

Each participant receives:

Eat Smart, Move More, Weigh Less Magazine—a full-color magazine with recipes and more.Eat Smart, Move More, Weigh Less Journal—a small booklet that helps participants keep track of their weight, food eaten and physical activity.Invitation to participate in the Eat Smart, Move More—Maintain, Don’t Gain Holiday Challenge—a campaign that encourages participants to maintain their weight during the busy holiday season. The Holiday Challenge helps participants learn how to enjoy the holidays without adding extra pounds.

Cost:

The cost of attending the program is a check or money order of $30 per participant made out to NC Public Health Foundation. Please note that cash will not be accepted. The program fee includes the cost of a program magazine and journal. A $25 refund is provided to all those who are State Health Plan members and attend at least 10 of the 15 sessions.

Class Schedule and Location:

The Eat Smart, Move More, Weigh Less sessions are on Tuesdays from 12:00 a.m. – 1:00 p.m. in the Giles Horney Building, Sycamore Conference Room.  The first day of class begins on January 27th and ends on May 5th.

Wednesdays from 12:30 p.m.-1:30 p.m. in Mary Ellen Jones Building (MEJ) room 202.  The first day of class begins on January 28th and ends on May 6th.

How to Register:

Participants can register in one weekly session of the program. This session is limited to 25 participants, but needs at least 15 registered for the class to take place.  Payment is due on the first day of class. Want to register, Please Click the link below to fill out the online registration form. The deadline to sign up is Jan 15.

https://unc.az1.qualtrics.com/SE/?SID=SV_87XqZBnrlM0GKtn&Q_JFE=0


View the original article here

Thursday, April 16, 2015

Sales Coach

Sales Coach South Yorkshire

An excellent opportunity has arisen within the cutting edge, vibrant business who are experiencing significant growth and expansion. They are looking to appoint an experience Sales Coach for their new site in South Yorkshire.

Reporting into a Head of L&D you will be working alongside another Sales Coach to partner closely with the Sales Manager's in the support and development of their teams in all areas of the Sales process. This will include working closely with sales managers to identify the on-going training needs of newly inducted trainees and existing staff and providing one to one coaching and support on a daily basis.

The right candidate will be a creative and personable individual with a collaborative and credible working style who can equally work closely with Sales trainers to provide feedback and support on requirements within the organisation in line with sales training needs.

If you are interested in this HR role please apply by clicking on the link below or contact Ashley Kate HR for further details.

Ashley Kate HR specialise exclusively in HR recruitment, nationwide for temporary, contract and permanent HR roles. We give equal priority to our candidate and client relationships and ensure we deliver a highly professional HR consultancy service at all times.

To find out more about us please visit our website at http://www.ashleykatehr.com/
Join the Ashley Kate HR LinkedIn group at http://linkd.in/HRProfessionalsNetworkUK
And follow us on Twitter at http://www.twitter.com/AshleyKateHR

Ashley Kate HR operates as a Recruitment Agency for the provision of permanent candidates and as a Recruitment Business for the provision of temporary candidates.

LocationSouth YorkshireSalary£24,000DurationPermanentReference13365 PSCBContact NameRecruiters

An excellent opportunity has arisen within the cutting edge, vibrant business who are experiencing significant growth and expansion. They are looking to appoint an experience Sales Coach for their new site in South Yorkshire.

Reporting into a Head of L&D you will be working alongside another Sales Coach to partner closely with the Sales Manager's in the support and development of their teams in all areas of the Sales process. This will include working closely with sales managers to identify the on-going training needs of newly inducted trainees and existing staff and providing one to one coaching and support on a daily basis.

The right candidate will be a creative and personable individual with a collaborative and credible working style who can equally work closely with Sales trainers to provide feedback and support on requirements within the organisation in line with sales training needs.

If you are interested in this HR role please apply by clicking on the link below or contact Ashley Kate HR for further details.

Ashley Kate HR specialise exclusively in HR recruitment, nationwide for temporary, contract and permanent HR roles. We give equal priority to our candidate and client relationships and ensure we deliver a highly professional HR consultancy service at all times.

To find out more about us please visit our website at http://www.ashleykatehr.com/
Join the Ashley Kate HR LinkedIn group at http://linkd.in/HRProfessionalsNetworkUK
And follow us on Twitter at http://www.twitter.com/AshleyKateHR

Ashley Kate HR operates as a Recruitment Agency for the provision of permanent candidates and as a Recruitment Business for the provision of temporary candidates.

Apply now


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Tayloring It is open for business!

Over the past 18 months, I’ve had a number of conversations with various people from around our industry as well as outside of it on the subject of ‘going it alone‘, ‘setting up my own business‘, ‘escaping the rat race’ – whatever you want to call it!

First and foremost, I’ve always been flattered that these people have thought that I had ‘something’ that others would be willing to enter into a contract with me to obtain.

Secondly, I’ve always admitted to those people that I have a fear and a dread of leaving safe and secure roles to enter into what I perceive as a more risky world of the ‘self employed’.

However, I now realise that even full time employment in established organisations is still fraught with risks and that anybody – and I’m probably including you, Dear Reader – who doesn’t have a back-up plan or a safety net of some description is probably not doing themselves any favours.

That’s why I’ve decided to take Tayloring It to a slightly different place than I had originally intended when I first started blogging 3 years ago.

I’ve decided to start up my own small consultancy ‘Tayloring It’. Before you ask, “No“, I haven’t left my current role and nor is the writing on the wall - I’m probably happier in this role than I have been in any role since I left the Army in 2006. But that doesn’t mean I can’t start establishing contacts along with developing a portfolio of work and business accumen just in case my world looks different in 12, 24 or however many months in the future. Plus, I’m pretty sure I can help some people/organisations with what they’re trying to achieve too – without it interfering with my day job.

My plan is to offer down to Earth advice on the subject of Learning Technologies and their application in today’s work place.

This advice won’t be based on past glories from years ago or from being a member of elitist Industry ‘think tanks’ – No! – My consultancy will be based upon recent and current experience of deploying learning technologies and the associated aspects within conservative and risk averse industries such as the Nuclear, Rail and Financial sectors.

Recent experience within the eLearning vendor industry has also provided me with fantastic opportunity to become involved in a large number of industries, organisations and projects, the experience from which has only added to my own workplace experiences.

My website is currently being built by a fantastic supporter of my idea, Zak Mensah and will be launched in the next couple of weeks explaining how I might be able to help you out in more detail, but in the meantime here’s a short explanation which will no doubt feature on the website:

Tayloring It is a consultancy that works with individuals and organisations to practically apply technology as a solution to real-world challenges. It could be large scale projects or supporting everyday tasks, but our team has successfully created new approaches that maximise the use of technology while actually saving money/reducing spend. We enhance
communication, learning and performance in the workplace, focusing on outputs not inputs. There are no other services like ours.

Tayloring It aims to change the face of learning technology in practice, one solution at a time.

I’ll be attending both days of Learning Technologies Conference & Exhibition 2013 and will be armed with my rather natty business cards

Tayloring It business card Tayloring It business card

so if you’d like to find out more about what my plans are the future, why not track me down, have a chat and grab a business card?

Alternatively, if our paths don’t cross, my details are on the card above.


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The Ones That Got Away – spaced learning

As I mentioned in this previous post, I’m writing a series of posts that lift the lid on some of my plans and ideas that either never saw the light of day or (as in this post) never fully developed.

One of my plans in my previous organisations had been to implement the research that I’d read about ‘spaced learning‘, in particular using it to ‘reactivate’ key learning points thus building that all important, but often overlooked element of reflection into the programme.

At the beginning of 2013 my previous organisation launched a new product which would have an impact on both sales and ‘service’ staff. I was tasked to put together a resource to aid people within a service role. The overall approach combined:

social learningperformance supportsimulations

all encompassed within our internal collaborative platform, Jive.

The slight spanner in the works was that whilst the overall programme wasn’t designed as a knowledge transfer piece but as a ‘behaviour reinforcing‘ piece, (the behaviour being ‘use the performance support tool that you have at your fingertips’ as opposed to relying on memory and/or gut feeling), the fact that they were in a ‘service’ role and not a sales role meant there was the potential for days, weeks even months to pass between them undertaking the behaviour reinforcing programme and taking a call/email from somebody in relation to the product.

Here’s where I thought the practice of spaced repetition of the key points could be of use.

Here’s what I did:

Upon successful completion of the online programme individuals details were loaded into the database of Retenda (the tool I decided to use).The following Monday, each newly added individual started to receive an automated cycle of emails which lasted a month that brought the key learning points bubbling to the surface (we also had the option to send these reminders via SMS or postcard) Sometimes they would be asked to reflect on a question, other times they’d be ‘nudged’ to discuss the content of the email with a colleague who had completed the programme or to reflect upon how they’d react to a certain situation. None of the questions required any formal response back to L&D, in fact we explicitly asked for people not to do so – I didn’t want this to be an onerous task or be seen as another box-ticking exercise. Each email included  a link that linked the individual to the relevant section within the performance support tool.The frequency of the reminders were:

Week 1 – Days 1, 2, 3, 4, and 5
Week 2 – Days 1, 3, 4 and 5
Week 3 – Days 1 and 4
Week 4 – Day 2

The final email in Wk 4 contained a Surveymonkey link to seek feedback on the spaced reminder programme.

As is usually the case the number of people who undertook the survey compared to the number of people who received the spaced reminders was woefully small, so I’m reluctant to jump to any conclusions however there were a number of people who said that whilst they understood and agreed with the general principle they felt that the method of delivery (email) meant that it was ignored or ‘lost’ within their other emails.

Based on the limited feedback, I would:

Limit the number of emails that were sent over the 4 week period which would mean investigating which of the key learning points we could remove (this sense check had already occurred, so that would have been a tough call)

or

Keep the same amount of reminders but extend them over a longer period perhaps 5 or 6 weeks.

However none of the above would have necessarily  mitigated the issue of it being ‘another email‘ in their inbox.

I’d been planning to use spaced learning within a leadership programme that my organisation was delivering with a view to tweaking the delivery method by utilising text messaging to their mobile devices in order to mitigate the ‘email overload’ issue.

You may notice that I said

“I’d *been* plannng”

Because I left the organisation prior to being able to take this next important step in fine-tuning the delivery of spaced learning reminders.

Oh well… there’s always next time…

If you’d like to discuss how I can help you integrate spaced learning into your organisation then please get in touch

Other posts in ‘The Ones That Got Away’ series

Image source


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‘Fixing’ compliance training at #LearningLive

I must applaud the Learning and Performance Institute and in particular those involved in planning this years Learning Live. For the first time that I have personally seen in the UK, an L&D conference (outside of the academic world) has asked people to submit proposal for available speaking slots, I believe this is a fantastic way of surfacing those ‘hidden’ stories and allowing ‘new’ people to gain exposure, let’s hope that other conferences follow suit in the future.

I submitted a number of proposal and have been fortunate in gaining a speaking slot, here’s the official blurb

Session: ‘Compliance Training – From Course to Campaign!’

Compliance training is often seen by many L&D practitioners as a ‘thorn in their side’; a necessary evil that despite their best efforts, remains low-down on most learners list of things to concern themselves about.
If this applies to you and/or your organisation and you’d like to ?nd out how to take a signi?cant step change in the delivery of your compliance training, then this session is for you!
Craig Taylor will guide you through his journey in turning compliance training from a selection of stand-alone courses to a series of ongoing campaigns.
He’ll share his background thinking, hints and tips to obtain that critical ‘buy in’ from stakeholders and the research to back up his campaign approach along with those all important ‘lessons learnt’; AKA the bits that Craig got wrong!

Session Objective 1: Why the move from course to campaign?
Session Objective 2: How to obtain that all important ‘buy in’ from stakeholders
Session Objective 3: How to ask for what you want from external agencies.
Session Objective 4: Why you might consider a campaign for a campaign.
Session Objective 5: Share Craig’s lessons learnt

The LPI have also been asking speakers to promote/give an insight/’flip’ their session by using Social Media, multimedia etc in advance of the event. I think this is, in principle, a fantastic idea, but one that is not without it’s problems, which I have blogged about previously.

I’ve used a few approaches to promote / prepare people for my session.

I used Vine for the first time, to ask some ‘leading’ questions to hopefully encourage people to attend my session (I can definitely see Vine vids being a part of a wider campaign)

I used Powtoon to create an animation, again offering a WIIFM for anybody still undecided as to which session to attend.

I also experimented with SMS text messaging ahead of the session, why not get involved with my experiment? (details in tweet below)

I’m not planning on creating any ‘new’ marketing material, but there’s still the best part of 3 weeks to the event…. so who knows?

So now it’s over to you…

If you’re coming to my session…


View the original article here

Designing #mlearning Book Review – Chapter 4

As I mentioned in a previous blog post, I intend to provide a brief synopsis of each chapter of ‘Designing mlearning‘, but more importantly I intend to answer the questions that Clark poses at the end of each chapter and then pose those same questions back to you ‘Dear Reader‘

Chapter 4 – The technology it’s not about

We start this chapter with a nod to the fact that the iPad (1) was announced during the writing of this book. Given that this is still considered a ‘recent’ book, this shows very clearly how dynamic this market is.

From looking forward we take a look back at a brief history of mobile devices commencing at the Palm Pilot, skipping ahead to mobile phones, through media players to smartphones. From there we review the advent of handheld games, tablets and recording devices, before acknowledging that by the time many readers pick up this book some of the descriptions will already be out of date.

We then take a look at a trend that gives a fairly clear indication of how things are going at the moment – “convergence”. More and more devices are providing a 1-stop shop for much (if not all) of the functionality that we used to associate with multiple devices.

Towards the end of the chapter we are reminded just how quickly this field is developing as Clark suggests that we may even be moving towards wearing glasses with a Heads Up Display - imagine that!

We finish off the chapter with these questions being posed (along with my responses):

How can you take advantage of any of the dedicated devices (media player, camera, PDA, phone)?I’m not sure that we really need to go out of our way to take advantage of the plethora of dedicated devices, after all our learners are already using them within their day-to-day lives to take pictures, record video, access the web, read novels etc. Given that dedicated devices are in my opinion “High Street” what I think we need to do is to tap into learner’s familiarity with them and start to drip-feed examples of how they can use them within a workplace environment. Why not model some good examples using dedicated devices? Often when I facilitate face-to-face activities, I make a point of recording audio feedback, video voxpops and photographs of interactivity using dedicated devices in order to model good practice for the attendees to (hopefully) follow.How can you capitalize the increasing ubiquity of the converged devices?Let’s be honest most organisations (even now) are not providing converged devices (read phones and tablets) to support learning programmes or ‘overtly’ to maximise performance. I believe they are providing them so that you have little or no excuse for not responding to emails! But let’s not let this worry us, instead let’s leverage the growing distribution of mobile devices for our own ends and start to offer resources, assets etc that can benefit from the functionality of the converged device.Have you considered the tradeoffs of providing (devices) versus supporting devices ?I guess the provision of devices ensures (to a certain degree) greater control and in turn ‘peace of mind’ (wrongly in my opinion) to organisations, but hey, if it  increases the chances of mobile uptake then maybe it’s worth it? Of course, this approach no doubt brings significant expense with it in terms of providing the devices, however I’ve no doubt that it is easier to support 1 x device type as opposed to trying to support learners own devices. Of course allowing learners to use their own device means that they will be familiar with it and therefore more likely to use it and quite possibly less likely to need support, although the cost and logistics involved in trying to support multiple device types cannot be ignored.So folks, why not take a look at the questions above and provide your own responses in the comments below?

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3 Interactive Games to Help You Learn About Fonts

Articulate Rapid E-Learning Blog - learn about fonts in these games

When building an elearning course there are three main considerations:

What content will be in the course? What will it look like? What will the learner do?

Most of the content in the course is text. And the look and feel of the course is also dependent on text. That’s because the text in your course serves two functions: it is what we read and it is a graphic that contributes a contextual look and feel.

In today’s world there’s no shortage of free fonts. The challenge is learning more about them and how they’re best used in your elearning courses. And one of the best ways to learn about fonts is to play some games.

You’ll find a few different activities and games that help you learn more about fonts. But before you jump into the font games, let’s take a step back and think about games in general.

Since this blog focuses on elearning and courses design, look at these font games as if they were elearning courses. What do you like best? Are there things you can apply to your own courses? How do they engage the learning process?

Now onto the games.

Spacing of letters in your words helps make the text easier to read. If you move letters too close together it’s hard to read. And if the letters are too far apart, it’s hard to discern distinct words. The spacing between letters also contributes to the font’s style.

KERNTYPE

Articulate Rapid E-Learning Blog - learn about fonts using kerntype game

Kerntype helps you learn about kerning (spacing) by dragging letters and positioning them to look right. After you drag the letters, you compare your choice to the recommended solution.

I SHOT THE SERIF

Articulate Rapid E-Learning Blog - learn about fonts using I shot the serif game

Fonts have different elements that make them unique. One of those elements are whether it has a serif or not. Can you spot the fonts with a serif? If so, take your best shot.

TYPECONNECTION

Articulate Rapid E-Learning Blog - learn about fonts using the typeconnection game

In a previous post we discussed a few simple rules when selecting font pairs. The TypeConnection game takes it a step farther by letting you match two fonts and seeing how they pair up. It’s a great way to learn about what works and what doesn’t when using different type.

Which game did you enjoy most?

We’re doing a series of community workshops. Join your peers in learning more about elearning. I’m fine-tuning the agenda and will have more details shortly. The first day will focus on general elearning topics and the second day will focus on Articulate specific topics. They’re all practical with lots of hands-on activities.

The space is limited, so make sure to sign up before they sell out.

September 10 &11: Denver, CO. E-Learning Heroes Roadshow. Lots of practical tips and tricks with plenty of activities whether you’re looking for general elearning knowledge or Articulate tips and tricks. Sign up here before it sells out.

September 22 & 23: Minneapolis, MN. E-Learning Heroes Roadshow. Lots of practical tips and tricks with plenty of activities whether you’re looking for general elearning knowledge or Articulate tips and tricks. This workshop has two tracks each day. Sign up here before it sells out.

October 21 & 22: Boston, MA. E-Learning Heroes Roadshow. Lots of practical tips and tricks with plenty of activities whether you’re looking for general elearning knowledge or Articulate tips and tricks. Sign up here before it sells out.

October 7 & 8: Dallas (ASTD). Two rapid elearning workshops. Sign up here.

Day 1: PowerPoint’s for E-Learning

Day 2: Building Interactive E-Learning with Articulate Storyline.

October: Las Vegas (Devlearn). How to Make Community Part of Your Training.

Post written by Tom Kuhlmann

Related Posts with Thumbnails

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Wednesday, April 15, 2015

Ensuring quality teaching in a digital age: key takeaways

Listen with webReader Building the foundations of quality teaching and learning Building the foundations of quality teaching and learning

I have now completed and published Chapter 11, ‘Ensuring quality teaching in a digital age‘, for my online open textbook, Teaching in a Digital Age.’

Unlike earlier chapters, I have not published this as a series of blog posts, as it is based on an earlier set of blog posts called: ‘Nine steps to quality online learning.’

However, there are some substantial changes. The focus here is as much on applying basic principles of course design to face-to-face and blended/hybrid learning as to fully online course design.

More importantly, this chapter attempts to pull together all the principles from all previous ten chapters into a set of practical steps towards the design of quality teaching in a digital age.

When you have read this chapter, and in conjunction with what has been learned in previous chapters, you should be able to:

define quality in terms of teaching in a digital agedetermine what your preferred approaches are to teaching and learningdecide what mode of delivery is most appropriate for any course you are responsible forunderstand why teamwork is essential for effective teaching in a digital agemake best use of existing resources for any coursechoose and use the right technology and tools to support your learningset appropriate learning goals for teaching in a digital agedesign an appropriate course structure and set of learning activitiesknow when and how to communicate with learnersevaluate your teaching, make necessary improvements, and improve your teaching through further innovation.

1. For the purposes of this book, quality is defined as: teaching methods that successfully help learners develop the knowledge and skills they will require in a digital age.

2. Formal national and institutional quality assurance processes do not guarantee quality teaching and learning. In particular, they focus on past ‘best’ practices, processes to be done before actual teaching, and often ignore the affective, emotional or personal aspects of learning. Nor do they focus particularly on the needs of learners in a digital age.

3. New technologies and the needs of learners in a digital age require a re-thinking of traditional campus-based teaching, especially where it is has been based mainly on the transmission of knowledge. This means re-assessing the way you teach and determining how you would really like to teach in a digital age. This requires imagination and vision rather than technical expertise.

4. It is important to determine the most appropriate mode of delivery, based on teaching philosophy, the needs of students, the demands of the discipline, and the resources available.

5. It is best to work in a team. Blended and especially fully online learning require a range of skills that most instructors are unlikely to have. Good course design not only enables students to learn better but also controls teacher and instructor workload. Courses look better with good graphic and web design and professional video production. Specialist technical help frees up teachers and instructors to concentrate on the knowledge and skills that students need to develop.

6. Full use should be made of existing resources, including institutionally-supported learning technologies, open educational resources, learning technology staff, and the experience of your colleagues.

7. The main technologies you will be using should be mastered, so you are professional and knowledgeable about their strengths and weaknesses for teaching.

8. Learning goals that are appropriate for learners in a digital age need to be clearly defined. The skills students need should be embedded within their subject domain, and these skills should be formally assessed.

9. A coherent and clearly communicable structure, and learning activities for a course, should be developed that are manageable in terms of workload for both students and instructor.

10. Regular and on-going instructor/teacher presence, especially when students are studying partly or wholly online, is essential for student success. This means effective communication between teacher/instructor and students. It is particularly important to encourage inter-student communication, either face-to-face or online.

11. The extent to which the new learning goals of re-designed courses aimed at developing the knowledge and skills needed in a digital age have been achieved should be carefully evaluated and ways in which the course could be improved should be identified.

Although the previous blog posts on nine steps to quality online learning were well received (they have been used in some post-secondary education courses) feedback on this revised book version will be much appreciated.  I haven’t seen anything similar that tries to integrate basic principles across all three modes of delivery, so I am especially interested to see how these are perceived in terms of regular classroom and blended learning.

The final chapter, which will take a brief look at the institutional policies and strategies needed to support teachers and instructors wanting to teach well in a digital age. It will deal explicitly with what we should expect (and more importantly, not expect) of teachers and instructors, issues around faculty development and teacher training, working methods for teachers and instructors, and learning technology support.

I aim to finish this (and the whole book, at least in first draft form) by March 14. French and Spanish translations are already under way.


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Over 800 E-Learning Examples To Inspire Your Course Design

Articulate Rapid E-learning Blog - 800 e-learning examples

One of the best ways to learn is by looking at the work others have done. We can see different ideas in action which causes us to think about how they were built and explore what we might do different with the same content.

Here’s an example from a recent community challenge. The challenge was to create an interactive slider for elearning. Melissa Milloway created a demo where you dragged a scuba diver down to explore the ocean.

Articulate Rapid E-learning Blog - e-learning examples

Click here to view the elearning example.

Melissa’s demo had me wondering what I’d do to make the diver look like he was changing position as he was dragged. I also wanted to include some air bubbles for effect. So I took her idea and then played around for a few minutes and created this.

Articulate Rapid E-learning Blog - e-learning examples derivative

Click here to view the elearning example.

To me, this is the value of routinely looking at elearning examples. Melissa shared her idea and I was able to iterate from it which allowed me to try something new and in turn practice using the elearning software.

One of the challenges is finding good examples because many of the good ones are locked behind corporate firewalls. However. rere are a couple I’ve seen recently.

This one from SpongeUK is a proof-of-concept demo to show a gamified course in Storyline. I like the light graphics and course structure. And to tell you the truth, if I wasn’t told this was created in Storyline, I don’t know if I would have guessed it.

Articulate Rapid E-learning Blog - e-learning examples gamified

Click here to view the elearning example.

Here’s another one on choosing the appropriate safety attire from 42 Design Square.

Articulate Rapid E-learning Blog - e-learning examples safety attire

Click here to view the elearning example.

I’m also fond of the weekly challenges because they are designed to be mini examples and not big courses. They’re like appetizers, just enough food for thought without being overwhelming. And with new ones every week, there’s plenty of inspiration to be had. I love seeing what the community Plus, there are new ones every week. So there’s always something new to see and inspire ideas.

Articulate Rapid E-learning Blog - e-learning examples in the community

Did you know that last year there were over 750 elearning examples submitted to the weekly challenge? You can stay on top of the elearning challenges and the recaps here.

In addition, the community has a growing list of different elearning examples. We add to them regularly.

Articulate Rapid E-learning Blog - e-learning examples shared

Between some of the examples on this blog, the elearning examples in the community, and the examples posted in the weekly challenge, there’s close to a thousand elearning examples that cover a diverse range of subject matter and interactivity. That should be more than enough to help fuel your imagination.

The key is to replicate the ones you like and then challenge yourself to add something new to it.

Hope you all have a happy holiday and happy new year!

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Top PowerPoint Tips

Articulate Rapid E-Learning Blog - top PowerPoint tips

PowerPoint is probably the single best multimedia application available because of its versatility. You can create presentations, rapid elearning courses, illustrations, videos, mobile learning and even books for publishing.

PowerPoint also offers ease of entry. That means someone with no experience can open the application and get started. And the person with lots of experience is given all sorts of capability.

The main challenge with PowerPoint is that many people don’t fully understand the features and usually do very basic work with PowerPoint. And of course a lot of the negativity surrounding PowerPoint comes not from the tool, but instead from sitting through tedious PowerPoint-driven lectures and presentations.

I was asked recently about my favorite PowerPoint tips and tricks. I have a lot that I like, but here are a few of the ones I use quite a bit and find the most valuable.

Templates are good, especially for new developers and those who want to save time. However, your project should guide the template and not the opposite. Unfortunately most people tend to start with the default PowerPoint templates and layouts. So everything has a distinct PowerPoint look.

Articulate Rapid E-Learning Blog - top PowerPoint tips avoid template

My advice? Put the bullet points down and step away from the template. Start with a blank screen and be intentional about what you build. If you do build a template, build it specific to your project’s needs.

The selection pane displays the objects on the slide. Here is what you can do with the selection pane:

Name objects Change the stacking order Show and hide objects Articulate Rapid E-Learning Blog - top PowerPoint tips use selection pane

Starting with PowerPoint 2010 you can combine shapes to create custom shapes. Most of the time I use this feature to create custom callouts. I also use it to punch out parts of a shape I don’t need. Combine that with the edit points feature and you can create any shape you want.

Articulate Rapid E-Learning Blog - top PowerPoint tips combine shapes

We can stack objects in PowerPoint and control them with the selection pane. We can also make objects transparent. That means we can stack transparent objects to create custom images. Group the objects, right click, and save as an image file. I usually save as .png to retain transparency.

Articulate Rapid E-Learning Blog - top PowerPoint tips create custom graphics

I have a ton of posts on this, which you can find below. Essentially most clip art in PowerPoint is .wmf or .emf. That means they are comprised of grouped vector shapes which can be ungrouped and modified and then regrouped.

Articulate Rapid E-Learning Blog - top PowerPoint tips combine clip art

Unfortunately, Microsoft is dumping the Office.com and clip art site. So I’m not sure how much longer you’ll have to work with these types of files without buying your own. But in the meantime, take advantage of the free resources and create your own graphics.

The format painter is an underutilized feature in PowerPoint. Essentially any object’s formatting can be applied to another. I use it create quick styles for the objects in my courses. Then I can apply that to the other objects on the slide.

Articulate Rapid E-Learning Blog - top PowerPoint tips use format painter

This comes in handy when you get one of those junky PowerPoint files from a subject matter expert where there’s no rhyme or reason to the visual design. Create a quick style guide and then use the format painter to apply it.

The animation painter is very similar to the format painter. The only difference is that instead of applying an object’s format you apply the object’s animations. This comes in really handy if you have an object with multiple animations and need to duplicate those animations to other objects. In the past, you had the tedious process of rebuilding the animations onto each object. Today, that can be done in seconds using the animation painter.

Here’s a quick video that shows how it works.

Articulate Rapid E-Learning Blog - top PowerPoint tips use animation painter

Click here to view the YouTube video.

This is one of my favorite features because anything you build in PowerPoint with animations, narration, and multiple slides can be saved as a single video file.

Here’s a PowerPoint presentation that was saved as an .mp4 video and then inserted into the Storyline player. Try to create something similar with a video editing application. Trust me, it’s not that easy (especially without more advanced skills). But it’s really easy to do in PowerPoint.

Articulate Rapid E-Learning Blog - top PowerPoint tips save as video

Click here to play video.

In PowerPoint 2010 files are saved as .wmv and need to be converted to .mp4. I like to use Handbrake because they have pre-determined settings. In PowerPoint 2013 you can save as .mp4 so that saves a few steps.

The videos you create can be combined with your other elearning development. Here’s a good example where the sidebar video was created in PowerPoint and then inserted into a rapid elearning course.

Articulate Rapid E-Learning Blog - top PowerPoint tips example of video

Click here to view the PowerPoint video demo.

One of the most common reasons elearning developers use image editors like Paint.net and Photoshop Elements is to remove backgrounds from stock images. And they work fine for that. But you can do the same thing in PowerPoint starting with PowerPoint 2010.

Articulate Rapid E-Learning Blog - top PowerPoint tips remove backgrounds

It’s real easy to do. Double-click on your image and select remove background. Then determine what you want to keep and what you want to remove. Easy as that.

PowerPoint is a tool most people have and as you can see, is a very capable application. Combine that with Articulate Studio and you have a very easy way to create interactive elearning.

What you build in PowerPoint is converted to Flash or HTML5 to meet your elearning needs. While applications like Storyline add more interactive capabilities, PowerPoint is still an easy entry point for the person just getting started with elearning design.

Articulate Rapid E-Learning Blog - top PowerPoint tips elearning examples

Here are some simple examples of PowerPoint-based interactions:

There are literally hundreds of PowerPoint tips and tutorials in the blog. Here are some links from previous posts:

So those are some of my favorite PowerPoint tips. If you could add one tip, what would it be?

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Reinventing Talent Acquisition - Innovating Candidate Engagement

Before viewing this webcast, please fill in all required form fields (*) Please select one United States Canada Afghanistan Aland Islands Albania Algeria American Samoa Andorra Angola Anguilla Antarctica Antigua and Barbuda Argentina Armenia Aruba Ascension Island Australia Austria Azerbaijan Bahamas Bahrain Bangladesh Barbados Belarus Belgium Belize Benin Bermuda Bhutan Bolivia Bosnia and Herzegovina Botswana Bouvet Island Brazil British Indian Ocean Territory British Virgin Islands Brunei Bulgaria Burkina Faso Burundi Cambodia Cameroon Cape Verde Cayman Islands Central African Republic Chad Chile China Christmas Island Cocos Islands Colombia Comoros Congo Congo, Democratic Republic Cook Islands Costa Rica Croatia (Hrvatska) Cuba Cyprus Czech Republic Czechoslovakia (former) Denmark Djibouti Dominica Dominican Republic East Timor Ecuador Egypt El Salvador Equatorial Guinea Eritrea Estonia Ethiopia Falkland Islands Faroe Islands Fiji Finland France France, Metropolitan French Guiana French Polynesia French Southern Territories Gabon Gambia Georgia Germany Ghana Gibraltar Greece Greenland Grenada Guadeloupe Guam Guatemala Guinea Guinea-Bissau Guyana Haiti Heard and McDonald Islands Honduras Hong Kong Hungary Iceland India Indonesia Iran Iraq Ireland Isle of Man Israel Italy Ivory Coast Jamaica Japan Jersey Jordan Kazakhstan Kenya Kiribati Kuwait Kyrgyzstan Laos Latvia Lebanon Lesotho Liberia Libya Liechtenstein Lithuania Luxembourg Macau Macedonia Madagascar Malawi Malaysia Maldives Mali Malta Marshall Islands Martinique Mauritania Mauritius Mayotte Mexico Micronesia Moldova Monaco Mongolia Montenegro Montserrat Morocco Mozambique Myanmar Namibia Nauru Nepal Netherlands Netherlands Antilles Neutral Zone New Caledonia New Zealand Nicaragua Niger Nigeria Niue Norfolk Island North Korea Northern Mariana Islands Norway Oman Pakistan Palau Palestinian Territory, Occupied Panama Papua New Guinea Paraguay Peru Philippines Pitcairn Poland Portugal Puerto Rico Qatar Reunion Romania Russian Federation Rwanda S. Georgia and S. Sandwich Isls. Saint Kitts and Nevis Saint Lucia Saint Vincent & the Grenadines Samoa San Marino Sao Tome and Principe Saudi Arabia Senegal Serbia Seychelles Sierra Leone Singapore Slovakia (Slovak Republic) Slovenia Solomon Islands Somalia South Africa South Korea Spain Sri Lanka St. Helena St. Pierre and Miquelon Sudan Suriname Svalbard & Jan Mayen Islands Swaziland Sweden Switzerland Syria Taiwan Tajikistan Tanzania Thailand Togo Tokelau Tonga Trinidad and Tobago Tunisia Turkey Turkmenistan Turks and Caicos Islands Tuvalu Uganda Ukraine United Arab Emirates United Kingdom Uruguay US Minor Outlying Islands USSR (former) Uzbekistan Vanuatu Vatican City Venezuela Viet Nam Virgin Islands (U.S.) Wallis and Futuna Islands Western Sahara Yemen Yugoslavia (former) Zaire Zambia Zimbabwe Please select one Less than 9 10 to 49 50 to 99 100 to 249 250 to 499 500 to 999 1,000 to 4,999 5,000 to 9,999 Larger than 10,000 Please select one Agriculture & Forestry Automotive Biotechnology & Pharmaceuticals Business Services Construction Consulting Consumer Products & Services Distribution Education Electronics Energy & Utilities Equipment Financial Services Food & Beverage Government Healthcare & Medical Information Technology Insurance Manufacturing Marketing, Media & Entertainment Non-Profit Printing & Publishing Real Estate Retail Software Telecommunications, Communications & Data Services Transportation & Distribution Travel, Hospitality & Recreation VAR/VAD Other Please select one CEO, COO, CFO, CMO, Pres, GM CIO, CTO, CKO, CSO, Technical VP IT/IS Director IT/IS Manager IT/IS Network Administrator IT/IS Database Administrator IT/IS Professional/Admin/Staff Programmer/Developer - Software Programmer/Developer - Web Sales VP/Director Sales Manager Sales Professional Marketing VP/Director Marketing Manager Marketing Professional Business Operations VP/Director/Manager Business Operations Administrator HR VP/Director/Manager HR Professional/Educator/Trainer Finance VP/Director/Manager Finance Analyst Finance Accounting/Controller Consultant Legal Student/Education ProfessionalIBM and affiliates may use the information you have provided to keep you informed about IBM products, services and offerings.

Email: (*) Yes, please email me. No, do not send e-mail.

Phone: (*) Yes, please call me. No, do not call.Postal Mail: (*) Yes, please send me postal mail. No, do not send postal mail. Great organizations are comprised of great talent. But getting that talent isn't easy—and getting the right talent for your organization is even harder. Conventional methods yield conventional results. The landscape for talent acquisition looks dramatically different today - Social recruiting, Talent Communities, Big Data, Assessment Science, Employment Branding and the use of video in Social Media and mobile devices are requiring we take another look at our talent acquisition strategies.

This webinar will demonstrate how to move beyond the “post, search and pray” job board methodology and the expectations that top talent will simply come to you. By understanding your target audience, their networks and habits, you can transform your approach and develop strategies that aim for and attract the right candidates, not just those on job boards.

You can learn how to source and build talent communities globally. We'll pull back the curtain and reveal how video based voicemail, job descriptions and career webinars can be the most effective candidate engagement tactics. You'll discover how these tools can be monitored and optimized to get the best results. And we'll discuss how they can be integrated into one powerful, creative sourcing and engagement strategy and converted into a system that can be replicated again and again at little to no cost.

The webinar will conclude with case studies highlighting how this approach has worked for our clients.


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Will an ‘in-house’ unconference work???

Had a little thought whilst driving home tonight..

Part of my role involves facilitating the Continuing Professional Development of a number of internal Learning Facilitators. I normally do this by facilitating some lunchtime-learning sessions, which to be quite honest receive a very poor response in relation to the number of facilitators we have on-site (part of this is due to operating a shift-pattern).

I’ve attended quite a few conferences and workshops this year and have gained a great deal from them, so I have hatched a cunning plan…

Book an offsite facility for a day with Wi-Fi access.Invite all Learning Facilitators to attend.Set up a Google Moderator series to allow attendees to choose some of the content for themselves.Invite all delegates to facilitate their own sessions (depending on the number of submissions these could be voted upon)Offer up a Flip Ultra camera (or something similar) in a prize draw to all attendees.Encourage delegates to set up a Twitter account prior to the un-conference and provide the support for them in doing this.Utilise Twitter and other Web 2.0 tools during the un-conference.

So that’s my plan to date

Any and all feedback would be greatly appreciated


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Tuesday, April 14, 2015

Back in the ‘speaking saddle’…

… that’s right folks, despite being a dreaded vendor, I have recently spoken at the UCISA Using Social Media For Training event at the kind invitation of the lovely Gillian Fielding.

Bucking Bronco Matt

Gillian and I met several months ago and discussed potential subjects and settling upon me looking at the use of YouTube, whilst other facilitators delved into other areas.

As always, I’d like to share my ‘take aways’ from the sessions that I attended, as well as the content from within my session.

Sue Beckingham - Looking in from the outside: Developing your own windows of opportunity using Social Media.

Sue delivered a great session that I’m sure would have had a HUGE impact on those individuals who were still debating/in the tentative stages of using Social Media. The takeaway for me from this session, wasn’t the content as such, it was the way that Sue delivered that content using Infographics – which Helen Keegan has done a good job of capturing here. Thanks for the inspiration Sue!

Matthew Stephenson – Legal and Policy implications of Social Media

I have to be honest here and say that I didn’t enjoy this session. Whilst I understand that there are implications of using Social Media incorrectly and for that very reason it is important to provide a balanced view during an event such as this, I felt that this particular session involved a lot of scaremongering, which I actually tweeted and which attracted quite a few ReTweets

Some scaremongering taking place here. Suggestions that no1 should push boundaries & should wait for 'top down' direction #UCISASoMe

the notion of not pushing boundaries and waiting for ‘top direction’ seems very ‘old school thinking’ to me and I hope didn’t put any of the attendees off!

Gillian Fielding – Facebook for Facilitating

Gillian took us on a whistlestop journey of a recent ‘QR codes’ course that she had facilitated in Facebook and the successes and challenges that this had brought.

We were then asked to discuss whether the constant changes and updates to Facebook (which, unlike an LMS are obviously out of your control) meant that this platform was unsuitable as a VLE/LMS. Having had some time since the event to reflect upon this question, I feel that as long as the changes/updates haven’t lost any content and still allows the learner to interact with that content then it’s not really a big deal.

Let’s be honest, there will be a few reasons why you are choosing to use Facebook and as long as one of those reasons is because that’s where your learners eyes are then the chances are they have already cottoned onto the changes (as happened with the recent Facebook Timeline changes)

Yours Truly – Using YouTube for Training

Given that it would be somewhat ironic to attempt to do deliver my sessions content without using YouTube coupled with the fact that I only had 30 mins to facilitate my session I decided to record and publish a number of YouTube videos focussing on some ‘less obvious’ uses of YouTube and encourage attendees to view them in advance, interact with them and then use them as a catalyst for conversations during the the f2f session itself – a ‘flipped‘ approach if you will!

My greatest concern over doing this, was that the attendees may not have taken the time to view the content ahead of the session, however of the approx 50 people that attended my session (split over 2 x sessions), only 2 or 3 people had failed to viewed the videos in advance. I’ve no doubt that this was down to the very clear direction provided in the pre-event information.

Here are the videos; I’d recommend clicking through and watching them on YouTube itself, as that way you will be able to read the responses to the videos and more importantly view the video responses that many attendees (and even a few that weren’t attending) took the time to upload.

I even created one on my phone, titled it, tagged it and uploaded it via my phone just prior to my 1st session commencing to show how quickly it can be done, here it is.

Just prior to the event taking place (in fact it was on the train travelling to the event), I discovered a great little trick courtesy of Jane Bozarth’s Social Media for Trainers book that I unfortunately didn’t get time to screencast prior to the event, so I ‘walked and talked‘ the attendees through the trick with a promise to screencast it and post it to YouTube…..

…. as promised!

My next step will be to upload my slides to Slideshare, but more importantly (and time consuming) I’ll be adding some audio to the slideshare to create a slidecast.

Image source


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Monday, April 13, 2015

Create Your Own Custom Characters for Online Training

Articulate Rapid E-Learning Blog - create your own characters for online training

In this blog we’ve learned how to create custom characters with clip art. We’ve also learned to create our own illustrated characters in PowerPoint. And today, we’ll learn another way to create custom characters.

A few months ago, Mike Taylor, one of our community managers had a great post on how to create your own graphics for your online training courses. It was one of those posts so good that I want to make sure it didn’t slip through the cracks.

You can watch his tutorial below to see how easy it is to create custom characters using simple shapes.

Click here to view how to create custom characters.

Here are some free downloads to help you get started:

Here’s the PowerPoint file that Mike used. You can use it to follow along with what he shows or deconstruct the images and build your own. Here are the individual image files if you want to use the characters Mike created. I isolated the characters and saved them in the .png format. If you want to edit them, you’ll need to use Mike’s file. However, I recommend creating your own and working from those. This way you learn to make your own and you always have quick access to the starter characters. Articulate Rapid E-Learning Blog - download these custom characters for online training

These types of characters work great for safety training and for procedural training where you have to show step-by-step sequences. They’re easy to understand and easy to create. The key is to keep them simple.

Articulate Rapid E-Learning Blog - use custom characters to create online training

Can you use these characters? How would you use them in your own training? What characters and industries would you add?

Your next step is to watch the tutorial and practice building your own characters. This way when you need a custom character you can quickly make it. If you do create your own characters, please share with the rest of us so we can see what you did.

July 24-25: Little Rock, AR. Teaching with Technology Symposium 2014. I’m doing a few sessions: What is Interactive E-Learning, How to Build an Effective Community, and PowerPoint for E-Learning. Learn more here.

August 12-14: Madison, WI. 30th Annual Conference on Distance Learning & Education. PowerPoint workshop.

We’re doing a series of community workshops. Join your peers in learning more about elearning. I’m fine-tuning the agenda and will have more details shortly. The first day will focus on general elearning topics and the second day will focus on Articulate specific topics. They’re all practical with lots of hands-on activities.

The space is limited, so make sure to sign up before they sell out.

September 10 &11: Denver, CO. E-Learning Heroes Roadshow. Hands-on activities that explore general course design as well as a boatload of Articulate tips and tricks. Sign up here before it sells out.

September 22 & 23: Minneapolis, MN. E-Learning Heroes Roadshow. Hands-on activities that explore general course design as well as a boatload of Articulate tips and tricks. Sign up here before it sells out.

October 21 & 22: Boston, MA. E-Learning Heroes Roadshow. Hands-on activities that explore general course design as well as a boatload of Articulate tips and tricks. Sign up here before it sells out.

October 7 & 8: Dallas (ASTD). Two rapid elearning workshops. Sign up here.

Day 1: PowerPoint’s for E-Learning

Day 2: Building Interactive E-Learning with Articulate Storyline.

October: Las Vegas (Devlearn). How to Make Community Part of Your Training.

Post written by Tom Kuhlmann

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Podcast #4: I wanna tell you a story(board)

This image is a close up of an attendee completing a storyboard.

Waaaaay back in the mists of time that was Learning Technologies 2010, I attended a workshop on the subject of storyboarding facilitated by @juliewedgwood.

This session came a little late in my ID career as I had spent the previous 6 months putting together rapid elearning module with NO storyboard process – oh well, better late than never!

I recently asked Julie to facilitate that session again with a number of my colleagues which culminated in them producing a podcast to reflect upon the session’s content and what they were going to do with it. Apologies for the sound quality in parts of this podcast, I was using a portable Zoom recorder for the very first time and should have practiced with it beforehand (as you’ll hear)

Subscribe to the podcast in iTunes.

Shownotes

Music Source


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Learning theories and online learning

Listen with webReader

Figure 3.3. Adults learning in groups in a constructivist manner - and assisted by technology

Figure 3.3. Adults learning in groups in a constructivist manner – and assisted by technology

Chapter 3 of my open textbook on ‘Teaching in a Digital Age‘ is about theory and practice in teaching for a digital age, which I am still in the process of writing. I have to admit that I approached writing about learning theories with some dread. In particular I was concerned (in order of dread) that:

this will appear incredibly boring/lack originality, because it has been done so many times before by other, more qualified authors (but then those that already know this stuff can easily skip it)I’m not sure that theories of learning actually drive teaching (although surely an understanding of how students learn should do so)I would have to deal with connectivism somehow, and I am certainly not an expert on that topic – but maybe that might be an advantage in bringing it to the attention of people who have previously shown no interest in it, and how it differs from previous theoriesit could be argued that past learning theories are made irrelevant by digital technologies (and I certainly don’t agree with that point of view.)

In the end, I can’t see how a discussion of learning theories can be avoided. Unless readers of the book have this basic understanding of the different views of learning, they will not be in a good position to make choices, especially regarding the use of technology for teaching and learning. In particular, I see a danger of becoming dogmatic and blinkered by unchallenged assumptions about the nature of learning that results from not exploring alternative theories. But lastly, as Kurt Lewin said, there is nothing more practical than a good theory. A good theory helps us make informed decisions in areas of uncertainty. So, I am sharing here my first draft with you. Please note this is just part of the whole chapter, which also includes the following:

Teaching and learning stylesDeep vs surface learning.Learner-centered teaching, learner engagement.What we know about skills developmentCompetency based learning.Learning design modelslearner characteristics: digital natives and digital literacyare we right to fear the use of computers for teaching?Summary of research on teaching.

Also, Chapter 2 discusses the nature of knowledge, and in particular different epistemologies that underpin different theories of learning. However, theories of learning are more than enough to chew on for the moment.

“…there is an impressive body of evidence on how teaching methods and curriculum design affect deep, autonomous, and reflective learning. Yet most faculty are largely ignorant of this scholarship, and instructional practices and curriculum planning are dominated by tradition rather than research evidence. As a result, teaching remains largely didactic, assessment of student work is often trivial, and curricula are more likely to emphasize content coverage than acquisition of lifelong and life-wide learning skills.”

Knapper, 2010, p. 229

“There is nothing so practical as a good theory.” Kurt Lewin, 1951, p. 169

Most teachers in the k-12 sector will be familiar with the main theories of learning, but because instructors in post-secondary education are hired primarily for their subject experience, or research or vocational skills, it is essential to introduce and discuss, if only briefly, these main theories. In practice, even without formal training or knowledge of different theories of learning, all teachers and instructors will approach teaching within one of these main theoretical approaches, whether or not they are aware of the educational jargon surrounding these approaches. Also, as online learning, technology-based teaching, and informal digital networks of learners have evolved, new theories of learning are emerging.

With a knowledge of alternative theoretical approaches, teachers and instructors are in a better position to make choices about how to approach their teaching in ways that will best fit the perceived needs of their students, within the very many different learning contexts that teachers and instructors face. This is particularly important when addressing many of the requirements of learners in a digital age. Furthermore, the choice of or preference for one particular theoretical approach will have major implications for the way that technology is used to support teaching.

In fact, there is a huge amount of literature on theories of learning, and I am aware that the treatment here is cursory, to say the least. Those who would prefer a more detailed introduction to theories of learning could, for an obscene price, purchase Schunk (2011), or for a more reasonable price Harasim (2012). The aim of my book though is not to be comprehensive in terms of in-depth coverage of all learning theories, but to provide a basis on which to suggest and evaluate different ways of teaching to meet the diverse needs of learners in a digital age.

Although initially developed in the 1920s, behaviourism still dominates approaches to teaching and learning in many places, particularly in the USA.

Behaviourist psychology is an attempt to model the study of human behaviour on the methods of the physical sciences, and therefore concentrates attention on those aspects of behaviour that are capable of direct observation and measurement. At the heart of behaviourism is the idea that certain behavioural responses become associated in a mechanistic and invariant way with specific stimuli. Thus a certain stimulus will evoke a particular response. At its simplest, it may be a purely physiological reflex action, like the contraction of an iris in the eye when stimulated by bright light.

However, most human behaviour is more complex. Nevertheless behaviourists have demonstrated in labs that it is possible to reinforce through reward or punishment the association between any particular stimulus or event and a particular behavioural response. The bond formed between a stimulus and response will depend on the existence of an appropriate means of reinforcement at the time of association between stimulus and response.  This depends on random behaviour (trial and error) being appropriately reinforced as it occurs.

This is essentially the concept of operant conditioning, a principle most clearly developed by Skinner (1968). He showed that pigeons could be trained in quite complex behaviour by rewarding particular, desired responses that might initially occur at random, with appropriate stimuli, such as the provision of food pellets. He also found that a chain of responses could be developed, without the need for intervening stimuli to be present, thus linking an initially remote stimulus with a more complex behaviour. Furthermore, inappropriate or previously learned behaviour could be extinguished by withdrawing reinforcement. Reinforcement in humans can be quite simple, such as immediate feedback for an activity or getting a correct answer to a multiple-choice test.

Skinner and his machine 2

Figure 3.1 YouTube video/film of B.F. Skinner demonstrating his teaching machine, 1954

You can see a fascinating five minute film of B.F. Skinner describing his teaching machine in a 1954 YouTube video, either by clicking on the picture above or at: http://www.youtube.com/watch?v=jTH3ob1IRFo

Underlying a behaviourist approach to teaching is the belief that learning is governed by invariant principles, and these principles are independent of conscious control on the part of the learner. Behaviourists attempt to maintain a high degree of objectivity in the way they view human activity, and they generally reject reference to unmeasurable states, such as feelings, attitudes, and consciousness. Human behaviour is above all seen as predictable and controllable. Behaviourism thus stems from a strongly objectivist epistemological position.

Skinner’s theory of learning provides the underlying theoretical basis for the development of teaching machines, measurable learning objectives, computer-assisted instruction, and multiple choice tests. Behaviourism’s influence is still strong in corporate and military training, and in some areas of science, engineering, and medical training. It can be of particular value for rote learning of facts or standard procedures such as multiplication tables, for dealing with children or adults with limited cognitive ability due to brain disorders, or for compliance with industrial or business standards or processes that are invariant and do not require individual judgement.

Finally, it should be noted that behaviourism, with its emphasis on rewards and punishment as drivers of learning, and on pre-defined and measurable outcomes, is the basis of populist conceptions of learning among many parents, politicians, and, it should be noted, computer scientists interested in automating learning. It is not surprising then that there has also been a tendency until recently to see technology, and in particular computer-aided instruction, as being closely associated with behaviourist approaches to learning, although we shall see that this does not necessarily follow.

An obvious criticism of behaviourism is that it treats humans as a black box, where inputs into the black box, and outputs from the black box, are known and measurable, but what goes on inside the black box is ignored or not considered of interest. However, humans have the ability for conscious thought, decision-making, emotions, and the ability to express ideas through social discourse, all of which may be highly significant for learning. Thus we will likely get a better understanding of learning if we try to find out what goes on inside the black box. Cognitivists therefore have focused on identifying mental processes – internal and conscious representations of the world – that they consider are essential for human learning. Fontana (1981) summarises the cognitive approach to learning as follows:

‘The cognitive approach … holds that if we are to understand learning we cannot confine ourselves to observable behaviour, but must also concern ourselves with the learner’s ability mentally to re-organize his psychological field (i.e. his inner world of concepts, memories, etc.) in response to experience. This latter approach therefore lays stress not only on the environment, but upon the way in which the individual interprets and tries to make sense of the environment. It sees the individual not as the somewhat mechanical product of his environment, but as an active agent in the learning process, deliberately trying to process and categorize the stream of information fed into him by the external world.’ (p. 148)

Thus the search for rules, principles or relationships in processing new information, and the search for meaning and consistency in reconciling new information with previous knowledge, are key concepts in cognitive psychology. Cognitive psychology is concerned with identifying and describing mental processes that affect learning, thinking and behaviour, and the conditions that influence those mental processes.

© Agile Development Blog, 2013 © Agile Development Blog, 2013

Figure 3.2: Some of the areas covered by cognitivism, based on Bloom’s taxonomy (1956). Note that this becomes a reductionist exercise, as psychologists delve deeper into each of these cognitive activities to understand the underlying mental processes.

Cognitive approaches to learning cover a very wide range. At one end, the objectivist end, cognitivists consider basic mental processes to be genetic or hard-wired, but can be programmed or modified by external factors, such as new experiences. Early cognitivists in particular were interested in the concept of mind as computer, and more recently brain research has led to a search for linking learning to the development and reinforcement of neural networks in the brain. In terms of practice this concept of mind as computer has led to several technology-based developments in teaching, including:

intelligent tutoring systems, a more refined version of teaching machines, based on analysing student responses to questions and redirecting them to the appropriate next steps in learning. Adaptive learning is the latest extension of such developments;artificial intelligence, which seeks to represent in computer software the mental processes used in human learning (which of course if successful would result in computers replacing many human activities – such as teaching, if learning is considered in an objectivist framework.)pre-determined learning outcomes, based on an analysis and development of different kinds of cognitive activities, such as comprehension, analysis, synthesis, and evaluationcertain instructional design approaches that attempt to manage the design of teaching to ensure successful achievement of pre-determined learning outcomes or objectives.

On the other hand, many other cognitivists, coming from a more constructivist epistemological perspective, would argue that mental states or even processes are not fixed but constantly evolving as new information is integrated with prior knowledge, and new strategies for seeking meaning are developed by the individual. Thus teachers who place a strong emphasis on learners developing personal meaning through reflection, analysis and construction of knowledge through conscious mental processing would represent much more of a constructivist epistemological position. It is here that the boundaries between cognitivist and constructivist learning begin to break down.

Cognitive approaches to learning, with a focus on comprehension, abstraction, analysis, synthesis, generalization, evaluation, decision-making and creative thinking, seem to fit much better with higher education than behaviourism,  but even in k-12 education, a cognitivist approach would mean for instance focusing on teaching learners how to learn, on developing stronger or new mental processes for future learning, and on developing deeper and constantly changing understanding of concepts and ideas.

Put simply, brains have more plasticity, adaptability and complexity than current computer software programs, and other factors, such as emotion, motivation, self-determination, values, and a wider range of senses, make human learning very different from the way computers operate, at least at the moment. Education would be much better served if computer scientists tried to make software to support learning more reflective of the way human learning operates, rather than trying to fit human learning into the current restrictions of behaviourist computer programming.

Nevertheless, cognitivists have increased our understanding of how humans process and make sense of new information, how we access, interpret, integrate, process, organize and manage knowledge, and have given us a better understanding of the conditions that affect learners’ mental states.

Both behaviourist and some elements of cognitive theories of learning are deterministic, in the sense that behaviour and learning are believed to be rule-based and operate under predictable and constant conditions over which the individual learner has no or little control. However, constructivists emphasise the importance of consciousness, free will and social influences on learning. Carl Rogers (1969) stated that: ‘every individual exists in a continually changing world of experience in which he is the center.’ The external world is interpreted within the context of that private world. The belief that humans are essentially active, free and strive for meaning in personal terms has been around for a long time.

Constructivists argue that individuals consciously strive for meaning to make sense of their environment in terms of past experience and their present state. It is an attempt to create order in their minds out of disorder, to resolve incongruities, and to reconcile external realities with prior experience. The means by which this is done are complex and multi-faceted, from personal reflection, seeking new information, to testing ideas through social contact with others. Problems are resolved, and incongruities sorted out, through strategies such as seeking relationships between what was known and what is new, identifying similarities and differences, and testing hypotheses or assumptions. Reality is always tentative and dynamic.

For many educators, the social context of learning is critical. Ideas are tested not just on the teacher, but with fellow students, friends and colleagues. Furthermore, knowledge is mainly acquired through social processes or institutions that are socially constructed: schools, universities, and increasingly these days, online communities. Thus what is taken to be ‘valued’ knowledge is also socially constructed. Thus knowledge is not just about content, but also values. One set of values are those around the concept of a liberal education. According to this ideology, one of the principal aims of education is that it should develop a critical awareness of the values and ideologies that shape the form of received knowledge. This then suggests a constant probing and criticism of received knowledge.

One consequence of constructivist theory is that each individual is unique, because the interaction of their different experiences, and their search for personal meaning, results in each person being different from anyone else. Thus behaviour is not predictable or deterministic, at least not at the individual level. The key point here is that learning is seen as essentially a social process, requiring communication between learner, teacher and others. This social process cannot effectively be replaced by technology, although technology may facilitate it.

It can be seen that although constructivist approaches can be and have been applied to all fields of knowledge, it is more commonly found in approaches to teaching in the humanities, social sciences, education, and other less quantitative subject areas.

The concurrence of both constructivist approaches to learning and the development of the Internet has led to the development of a particular form of constructivist teaching, originally called computer-mediated communication (CMC), but which has developed into what Harasim (2012) now calls online collaborative learning theory (OCL). She describes OCL as follows (p. 90):

‘OCL theory provides a model of learning in which students are encouraged and supported to work together to create knowledge: to invent, to explore ways to innovate, and, by so doing, to seek the conceptual knowledge needed to solve problems rather than recite what they think is the right answer. While OCL theory does encourage the learner to be active and engaged, this is not considered to be sufficient for learning or knowledge construction……In the OCL theory, the teacher plays a key role not as a fellow-learner, but as the link to the knowledge community, or state of the art in that discipline. Learning is defined as conceptual change and is key to building knowledge. Learning activity needs to be informed and guided by the norms of the discipline and a discourse process that emphasises conceptual learning and builds knowledge.‘

This approach to the use of technology for teaching is very different from the more objectivist approaches found in computer-assisted learning, teaching machines, and artificial intelligence applications to education, which primarily aim to use computing to replace at least some of the activities traditionally done by human teachers. With online collaborative learning, the aim is not to replace the teacher, but to use the technology primarily to increase and improve communication between teacher and learners, with a particular approach to the development of learning based on knowledge construction assisted and developed through social discourse. This social discourse furthermore is not random in OCL, but managed in such a way as to ‘scaffold’ learning, by assisting with the construction of knowledge in ways that are guided by the instructor, that reflect the norms or values of the discipline, and that also respect or take into consideration the prior knowledge within the discipline.

Connectivism is a relatively new theory of learning or epistemology (there’s not even agreement about which it is), it is still being refined and developed, and it is currently highly controversial, with many critics. Siemens, Downes and Cormier constructed the first massive open online course (MOOC), Connectivism and Connective Knowledge 2011, partly to explain and partly to model a connectivist approach to learning. More recently, Downes (2014) has spelled out, in a presentation called The MOOC of One, some of the relationships between individual learning, the contribution of individuals to knowledge and its flow, and networks of learners, within a broad interpretation of connectivist theory. In this presentation Downes sets out some design principles for  connectivist ‘courses’ or cMOOCs, such as:

learner autonomy, in terms of choice of content and how they choose to learnopenness, in terms of  access to the course, content, activities and methods of assessmentdiversity: varied content, individual perspectives and multiple tools, especially for networking learners and creating opportunities for dialogue and discussiointeractivity: ‘massive’ communication between learners and co-operative learning, resulting in emergent knowledgeFigure 2.1: A map of connectivism, © Stephen Downes, 2011 (accessed via pkab.wordpress.com) Figure 2.1: A map of connectivism, © Stephen Downes, 2011 (accessed via pkab.wordpress.com)

Connectivists such as Siemens and Downes tend to be somewhat vague about the role of teachers or instructors, as the focus of connectivism is more on individual participants, networks and the flow of information and the new forms of knowledge that result.. The main purpose of a teacher appears to be to provide the initial learning environment and context that brings learners together, and  to help learners construct their own personal learning environments to enable them to connect to ‘successful’ networks, with the assumption that learning will automatically occur as a result, through exposure to the flow of information and the individual’s autonomous reflection on its meaning. There is no need for formal institutions to support this kind of learning, especially since such learning often depends heavily on social media readily available to all participants.

There are numerous criticisms of the connectivist approach to teaching and learning, which include:

there is no control on the quality of content, or on contributions from participants;assessment strategies, such as peer assessment, are primitive and unreliable, thus making reliable or valid recognition of achievement more difficult;the kinds of learning that take place in connectivist MOOCs or courses are not necessarily academic, in the sense of meeting the requirements for academic knowledge, as defined in Chapter 2;many participants struggle with the lack of structure and are overwhelmed by the volume of content generated by other learners;most students need a high level of explicit support in learning from an ‘expert’ teacher and this is lacking in connectivist coursesthis kind of learning requires learners already to have at least some level of more formal or traditional education before they participate if they are to fully benefit from this kind of learning experience (and there is substantial evidence that MOOC participants tend to have an already high level of post-secondary education).thus this kind of learning is more appropriate for non-formal learning or communities of practice than for formal education.

Some of these criticisms may be overcome as practice improves, as new tools for assessment, and for organizing co-operative and collaborative work with massive numbers, are developed, and as more experience is gained. More importantly, connectivism is really the first theoretical attempt to radically re-examine the implications for learning of the Internet and the explosion of new communications technologies.

Different theories of learning reflect different positions on the nature of knowledge. With the possible exception of connectivism, there is some form of empirical evidence to support each of the theories of learning outlined here.

However, while the theories suggest different ways in which all people learn, they do not automatically tell teachers or instructors how to teach. Indeed, theories of behaviourism, cognitivism and constructivism were all developed outside of education, in experimental labs, psychology , neuroscience, and psychotherapy respectively. Educators have had to work out how to move from the theoretical position to the practical one of applying these theories within an educational experience. In other words, they have had to develop teaching methods that build on such learning theories. The next section of the book examines a range of teaching methods that have been developed, their epistemological roots, and their implications for teaching in a digital age.

Your feedback on this will be invaluable. In particular:

are theories of learning still relevant in a digital age? Is it important to discuss these?is the description of the various theories accurate and useful; if not, what should be changed?are there important theories or theoretical positions that have been missed?

Bloom, B., Englehart, M., Furst, E., Hill, W. and Krathwohl, D. (1956) Taxonomy of Educational Objectives, Handbook I: The Cognitive Domain, Longmans Green, New York, 1956

Downes, S. (2014) The MOOC of One, Stephen’s Web, March 10

Fontana, D. (1981) Psychology for Teachers London: Macmillan/British Psychological Society

Harasim, L. (2012) Learning Theory and Online Technologies New York/London: Routledge

Knapper, C. (2010) ‘Changing Teaching Practice: Barriers and Strategies’ in Christensen Hughes, J. and Mighty, J. eds. Taking Stock: Research on Teaching and Learning in Higher Education Toronto ON: McGill-Queen’s University Press

Lewin, K. (1951) Field theory in social science; selected theoretical papers. D. Cartwright (ed.). New York: Harper & Row.

Rogers, C. (1969) Freedom to Learn Columbus, OH: Charles E. Merrill Publishing Co.

Schunk, D. (2011) Learning Theories: An Educational Perspective (6th edition) New York: Pearson


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